Company Background:

The Client is a Project based technology solutions company operating for niche sectors at national and global level. Client faced challenges of missing customer timelines, most of the projects suffering from delays & escalations. Business was driven only to meet urgencies. The situation posed a threat to the commitment and brand value

Problem Statement:

Customer timelines were getting missed; many projects were suffering from escalations. Prioritisations of work and team responsibilities were continuously getting reshuffled to meet urgencies. Everybody was busy and genuinely putting sincere efforts but stress and working hours kept on increasing. The situation posed a threat to the commitment and brand value.

Solution:

Through a series of one-on-one as well as joint sessions with Directors and department heads, the bottlenecks were identified and around 30 actions were implemented in a phased manner. The critical focus areas were:
  • Changes in leadership style of directors
  • Set-up of a collaborative system to plan and control multiple parallel projects
  • Linkage of team aspirations with company vision and alignment of individual growth to organizational growth.

Outcome:

  • The visibility and management control on the operations improved a lot. Milestone Dates and individual accountabilities became crystal clear for every department manager.
  • The Directors and the team came on common page and generated a collective belief towards multiplying growth. The company is now poised to take up more projects with same team size.
  • The escalations and stress levels between Sales and operations went down and customer commitments started getting honored. Proactive highlight reporting and periodic communication with customers became a company norm.

Company Background:

The Client is an HR outsourcing firm offering outsourcing of core HR operations. The company had fast initial growth but after few quarters business stopped growing and new clients could not be on-boarded. In spite of their prospects having a need of their services, the meetings were not leading to conversions.

Problem Statement:

While the clients had a need, they we not showing any enthusiasm is collaboration with the company. Client meetings were not leading to conversions. If at all any clients showed interest in discussion, they looked upon this company as a cheaper cost option.

Solution:

  • Improve Conversion Ratio: Shift self image from outsourcing firm to solution provider. Build Differentiator and positioning around the same. Controlling client conversations around the client’s need. Improve turnaround time for proposals and quotations.
  • Leverage Existing Clients: Increase spread of HR offerings around existing engagement scope
  • Increase Reach out and Generate Qualified Leads: References though existing clients, use of influencers, improve search words in online directory listings.

Outcome:

After using the solution:
  • Got a new client order within first week
  • The duration of all subsequent client meetings increased from few minutes to over half an hour, thereby allowing discussions to focus on collaboration rather than a typical buyer-seller perspective
  • Company turnover saw over 100% growth within six months

Company Background:

The Client is a contracting firm with more than 25 years of experience in handling projects of mid to large size across different cities. Following a series of business setbacks, the owner was struggling to put the firm back on track. Attempts to generate business were not yielding results & the gradually staff was leaving the firm due to no visibility of work.

Problem Statement:

The Company needed turnaround from the downward trend to be able to sustain, re-grow and create confidence in the team about the future.

Solution:

Initially, a lot of Brainstorming and coaching techniques were used in this case to explore and validate possibilities of business growth. A holistic business growth strategy was formulated including brand, positioning and reach out. Subsequently, operational excellence was identified as a focus area for creating a differentiator.

  • Changes in mindset and belief system of the owner
  • Marketing and reach out actions along with content support for communications
  • Organizational design and process maturity in areas of pre-engineering, implementation and support along with help in key resource fulfilment.

Outcome:

  • The firm has now generated brand visibility as a unique player and is poised for multiple growth
  • The owner has developed full clarity on business roadmap and has come out of all dilemmas and doubts related to growth.
  • Hiring of key professionals has been completed. The framework for efficient sales and operations has been implemented.
  • The firm generated its first new business order within 2 months of the implantation.

Company Background:

The Client is a providing contracted components to OEMs in HVAC with two decades of established business. The company had plans & capability to diversify through upcoming technology, however owners involvement in day-to-day operations was not allowing him time and energy to focus on new business opportunities.

Problem Statement:

The heads of various departments / LoBs are good at their work but not proactive enough to step up and take more ownership of their domain beyond the normal call of duty. It takes efforts and time to make them understand the importance and need of taking new responsibilities. They need to take up ownership of business targets besides operational routines.

Solution

Through a series of vision and strategy workshops, one-on-one mentoring and operational team workshops:
  • Action planning for each team to overcome present challenges and start new initiatives that empower the managers and their operational teams to generate accountability for collective outcome
  • Quick Fixes to processes and systems to remove overlaps and overheads
  • Clarity on Roles and responsibility, changes to few policies

Outcome:

After six months:
  • The owner got relieved of majority of his routine operational involvement and could focus on business diversification
  • The managers developed business focus and started pitching for more business from existing clients and develop business enquiries of their own
  • The company has made good inroads in upcoming technology sector with international collaboration

Business Strategies

Company Background:

The Client is a manufacturing company in Energy sector.It had good growth in the first decade and has technical expertise & capabilities to reap the growing business but lacked focus and direction.

Problem Statement:

In the phase of it's growth journey, multiple directors couldn’t agree on what will bring the next level of growth. Short term distractions led to creating diverse product lines. Company lacked direction, sales & financials were deteriorating. Growth was stagnated with higher inventory costs & weak margins leading to reduced profitability.

Solution:

Initial business study was done through-Current state analysis, Market potential, company products & competitor analysis, Company and Individual director’s strengths & capability assessment

One day strategic offsite for Directors resulted into;

  • Definition of detailed 3 years strategic roadmap with objectives & targets
  • Creation of Annual Plan with concrete milestones & actions
  • Identification of clear Responsibilities & Role segregation for directors
  • Implementing management systems through definition of metrics, weekly, monthly meetings with concrete agenda, milestones & targets
  • Creation of detailed business Development & sales enhancement plan with assignment to one of the Directors

This was followed with managerial and team workshop to gain team ownership & commitment to the strategies & actions.

Outcome:

  • First time since inception the company had a clear documented strategy for growth
  • The efforts towards business development resulted into 200% increase in sales within 6 months
  • Company experienced operational improvements due to implementation of structured management practices
  • The company has now tripled it’s turnover within a year

Company Background:

The Client is a US based Technology start-up Company in niche area of analytics with business presence in US and India along with development team in India.

Problem Statement:

The company wanted expertise assistance in defining it's India strategy for marketing, business development & implementation.

Solution:

An Online session was conducted with Directors from US & India. A brainstorming for India sales & market development strategy was undertaken in line with the product & features development roadmap. Right local industry and target customer segments were identified.

Outcome:

The intervention resulted in;
  • Company having a well defined & documented India focus sales & marketing strategy
  • Creation of detailed action plan with milestones to reach out target customers
  • Creation of India specific positioning along with Digital & Print Brochures

Company Background:

The Client is a progressive bank in the western region of Maharashtra having good financial standing, profitability with lowest NPA levels.

Problem Statement:

The Core Banking IT solutions vendor went out of business & the bank wanted to quickly get out of the risk of running a de-supported system.

Solution:

Through a series of Board, IT and Business meetings a detailed strategic roadmap was prepared for;
  • Replacement of existing IT core Banking solution
  • Vendor and solution selection criteria
  • Establishing Data Centre & a Disaster Recovery Plan

A detailed study, analysis & evaluation of more than 25 leading Core Banking Solutions & Vendors assessment was conducted to zero down the right solution with optimum total cost of ownership (TCO). Dedicated Project Management Support was provided throughout the implementation & migration phase.

Outcome:

  • The banks has successfully migrated to new Core Banking Solution
  • Additional modules like HR & Asset Management systems implemented
  • Signed up & implemented managed DR set-up
  • This has enabled bank to grow its business by opening 6 more branches within short timeframe

Company Background:

The Client is a Manufacturing company providing smarter technologies, machines & solutions to healthcare industry. While the business has potential to grow, they were unable to grow as per expectations.

Problem Statement:

The growth was limited due to operational challenges like not having any control on the order completion. Lack of processes and clear workflow definitions impacted the predictability of work and few clients’ urgency started driving the production impacting other clients.

Solution:

A detailed diagnostic was carried out to identify;

  • Complete end to end workflow
  • Current processes, gaps & bottleneck
  • Employee skills & capabilities to handle stretched responsibilities

Subsequently Owners and key team members were engaged in evolving operational strategies with immediate, short term and mid-term actions. This was followed with ongoing implementation support to ensure that systems, tools and actions were implemented as per defined strategies.

Outcome:

  • Directors said they were able to see a comprehensive project plan for a client order providing them milestones and delivery schedule for the first time in the history of the company
  • The tools implemented started providing essential data to analyse and take decisions
  • Reduced friction across business functions and increased their productivity

Company Background:

The clients is an IT company in the niche and growing field having established its competence and having number of marquee clients amongst fortune 500 companies.

Problem Statement:

While the company had technology competencies, they lacked growth vis-a-vis peers and was unable to encash its strength in spite of having excellent track record and good client success stories.

Solution:

Multiple rounds of discussions were held to;

  • Understand the company background, strengths and the business and operating model.
  • Assessment was far too long the company had relied on single revenue stream within domestic businesses and had ignored other options and geographies.
  • Creating realisation that Transformation requires company to first master its current business, mature to the next level while gradually shifting the focus to the future.
  • It was essential to revisit and redefining its business model. The exercise of defining the new business model along with strategies and new capability creation was undertaken through a series of brainstorming meetings & workshops.
  • The current state analysis across 10 dimensions was presented to the management along with a detailed report providing timelines for actions across those dimensions considering the interconnectedness and interdependencies.

Outcome:

  • Management has realized that far too long they remain in their comfort zone and lost the early mover advantage.
  • Company has initiated numerous actions related to change in sales approach, customer segmentation and is in the WIP state for hiring required expertise to create new capabilities.
  • While early results are visible, it is a long haul project that needs consistency and commitment to transform the company.
  • The efforts towards business development resulted into 200% increase in sales within 6 months
  • Company experienced operational improvements due to implementation of structured management practices
  • The company has now tripled it’s turnover within a year

Company Background:

The client is a leader in Open source IT systems with global presence having its development and business support services centre in India.

Problem Statement:

The offshore centre was till now considered as resource centre and the new centre head along with the group leadership wanted to leverage the capability for better benefits and ROI.

Solution:

A detailed due diligence was carried out through group and one to one meetings with the function heads. The current state analysis with gaps and opportunities along with scoring of each department was presented to the management. The recommendations included;

  • Creating a roadmap for moving from resource augmentation centre to Service Delivery Hub and Later into a Centre of Excellence.
  • A 90 days, 180 days and 365 days actions plan.
  • Creating an action plan for establishing Standardization, benchmarking and measurement.
  • High level definition of Key metrics across functions.
  • Creating management dashboards
  • High level KRAs for Balance Score card

Outcome:

The recommendations were presented to the local management for buying in and it has also received approval from the group CIO thus fulfilling the engagement objective

  • India Centre now has well defined KRAs and High level KPIs.
  • India centre now has a roadmap to undertake implementation of Balance Score Card.
  • Management has initiated regulars meetings with structured agenda, metrics measurements and analysis.
  • Teams have started capturing efforts and time on actual against planned and have started sharing data and analysis reports with onsite management

Company Background:

The client is a manufacturing company with over a decade’s presence with well established business model and practices.

Problem Statement:

The growing manpower necessitated establishing a structured HR practice with Standardization of policies, procedures, compliance with regulations and creating a performance management model in context of the business.

Solution:

The engagement began through a series of meetings with the owner and function heads to create the current state analysis and future requirements based on the company’s strategies and growth plans. A detailed roadmap and action plan was created with following aspects;

  • Detailed organization structure with functions, positions, roles and responsibilities.
  • Envisaged growth plan converting into number of employees.
  • Prioritized list of required Policy and procedural framework.
  • Competency definition and functional mapping across functions.
  • A charter for the HR function and detailed milestones and action plan for establishing the formal structure.

Outcome:

  • The HR function is now established with along with creation of standard policies and procedures.
  • Balance Score card is implemented for the business functions.
  • Performance Management system is defined along with functional & individual KRAs and KPIs.
  • Regular Metrics and measurements are being initiated.
  • Management & staff has now a well established mechanism to manage hiring, performance, promotions & lead the company to further its growth objectives

Company Background:

The client is a business group having multiple businesses for more than last 3 decades. In one of the online business they wanted to scale the operations.

Problem Statement:

The company wanted to scale up the operations by attracting more number of users and also add several innovative and new features by transforming their current set of operations.

Solution:

Historically the business had focused on manual operations establishing a call centre type services to acquire and verify new users on their online portal. On our assessment we realized the following;

  • The portal needed refinement of UI and UX for better customer experience and engagement.
  • The search facility required drastic improvements.
  • The platform needed to be migrated to a CMS based ecommerce system.
  • The scalability could have been only achieved by moving to a SaaS platform.
  • All of the above changes and extensive marketing to create the awareness & to acquire more registered users along with growing the transactions required funding.

Based on the above factors a detailed action plan across multiple dimensions was created. Subsequently a development plan for features to be developed and released on a quarter on quarter basis timescale was prepared. Financial projections along with business plan and model documentation was done in order to reach out to potential investors for funding.

Outcome:

  • The company is well on the plan to make required changes in the online system.
  • Evaluation of right development partner has been completed .
  • The investor plans are ready to be released within short term once the changes are released.
  • Teasers are being sent to prospective investors and agencies.

Company Background:

The client is a US based company in the healthcare IT segment providing IT platforms and solutions for the healthcare industry in US and across the world.

Problem Statement:

The captive centre in India wanted to establish succession planning across the top leadership team but was not able to do so owing to matrix structure as well as diverse business functions co-located with different operating models and the leadership team reporting to different business units not having synergy or interactions and therefore buying in was difficult.

Solution:

During interactions with the Managing Director and HR team, we proposed one day workshop for the leadership team to;

  • Sensitize the topic
  • Create clear understanding of the need and its benefits that go beyond just complying with corporate objectives
  • Clearly establish “what is means to me & my function”
  • Identify champions to take the initiative forward

Outcome:

The participants across locations gathered were able to appreciate the workshop with extremely practical approach running the entire day completely in the context of their business. The theoretical knowledge around the topic & other aspects of change management were covered with;

  • Walking their business and functions through the 9 dimensions of Business Model
  • Covering the succession planning need analysis from the dimension of their own career progression & developing next level of leadership instead of creating a threat perception as traditionally been done
  • Participants created their business future in context of emerging technologies, trends and competition
  • A detailed actions plan with ownership and champions were identified at the end of the workshop
  • The plan has gone live with identification of successors with required grooming plans as appropriate

Company Background:

The client is a conglomerate having businesses in Automobile, Information technology, hospitality and many other sectors.

Problem Statement:

The Group CIO wanted to create acceptance of various group IT company CIO & CTOs towards adoption of innovative & disruptive technologies while managing the application life cycle, vendor due diligence and risk assessment along with establishing roadmaps by the respective company and governance structured by Corporate IT.

Solution:

The approach and solutions were to be developed in-house and hence the focus was on;

  • Creating the need for IT transformation in light of digitization, social channels and apps as well as Platform, Hardware, Software & Applications being offered as services
  • One of the needs was to effective managing application life cycle management and selection of appropriate vendor and IT products based on new emerging technologies and services
  • A workshop of CIOs & CTOs and IT heads across 30+ participants from group companies and corporate IT was conducted covering all such aspects with one crucial aspect of how to transform the leaders in enabling IT and business transformation

Outcome:

During the workshop standard checklists, vendor due diligence and software evaluation on multiple parameters were developed in the context of each organizations business model, current IT systems landscape and the future strategies

  • The biggest outcome of the workshop was participants being challenged to think beyond the obvious and clearly define “what it means to us” in the journey of IT transformation from a mere IT or software services provider to a solution provider to a proactive business partner thinking of futuristic solutions using IT.

Company Background:

The clients were two professional partners with own set-up established for more than 4 decades.

Problem Statement:

The professionals had good academic background, expertise and respective specialties. They were not able to adjust themselves with competition & evil practices in the sector that were not acceptable in their value system. The practices were not growing and they were unable grow the business; even sustain it due to growing costs.

Solution:

Both the owners were stuck in mind-set. Over the period of time a level of negativity had got built up and they were unable to decide what right course of action and way forward is. Independent business clinics were conducted for them with multiple sittings followed with visits to their facility. The objective of the meetings was;

  • To create a realization that good business and practices are sustainable in spite of evil businesses and practices flourishing because of business chain models
  • To create understanding the just having good reputation is not enough but a brand & positioning effort is required to establish the expertise
  • To zero down on how do they move from their general practice to specialty practice by vetting their own plans

Outcome:

  • Both the owners came out of dilemma and negative mind set.
  • A focused branding exercise was undertaken to establish their expertise and thought leadership in their respective domain.
  • Their facilities were face lifted demonstrating complex & critical cases successfully handled.
  • The business has since grown and both of them have established their respective specialty.

Company Background:

The client was an Indian IT company providing service to EU clients from their centre in India. The company had aggressive growth plans with increases in business segments, categories and clientele.

Problem Statement:

The CEO wanted his team to be groomed for A) Scaling and stretching up to embrace the significant growth opportunities through personal and team transformation & B) Develop next level of leaders and managers to support and sustain the planned business expansion.

Solution:

The company had never been through a structured management and leadership outbound program and most of the dissemination happened top down. We proposed an outbound with all key leadership team members followed up with one to one sessions and more in-house short duration workshops covering multiple topics like;

  • Create respective functional strategies of "managing for growth"
  • Creating own individual learning & development plans
  • Understanding self and the leadership & managerial behaviour through mind-set techniques
  • Developing business acumen through understanding the business dynamics, business model and essential changes to survive and scale up

Outcome:

The first offsite & subsequent small workshops helped the leadership team in;

  • Creating a strong bonding through understanding each other beyond the professional aspects and also knowing more about each other’s life journey
  • Positive reinforcement & self awareness got created by taking the team through participative discussions, brainstorming & covering various topics like how we see and perceive the world, how we judge situations and individuals and how we become attached with ego to our own success patterns, habits and views
  • This significantly helped the participants to drop their insistence on them being always right and opened up a world of new possibilities for them
  • Developing business knowledge beyond domain, technology and project management along with creating their functional strategic action plans
  • The company has grown many folds since then and was subsequently acquired by a European company